University of Connecticut Division of Student Affairs. Strategic Plan

Transcription

1 University of Connecticut Division of Student Affairs Strategic Plan

2 Table of Contents Division of Student Affairs Strategic Plan Introduction... 2 Planning Process... 2 Environmental Context... 3 Identity, Mission, Values and Guiding Principles... 4 Identity... 4 Mission Statement... 4 Vision Statement... 4 Division Values and Guiding Principles... 4 Division of Student Affairs Strategic Priorities... 5 Priority: Student Engagement... 7 Priority: Effectiveness and Service Delivery Priority: Diversity Priority: Community Engagement and Service Priority: Alumni Involvement and Development Strategic Plan Implementation Appendix A: s Table Appendix B: Committee Members

3 Division of Student Affairs Strategic Plan Introduction The Division of Student Affairs Strategic Plan will provide strategic direction to the Division of Student Affairs that will ensure alignment between the Division s portfolio of programs and services, the Mission of the University of Connecticut, and the priorities articulated in the University of Connecticut Academic Plan for In the University of Connecticut s Academic Plan for , the University articulated its aspiration to emerge as one of the top-20 public universities in the nation while emphasizing a holistic vision of education that promotes civic involvement and cultural competence in a diverse and global environment. The Academic Plan sets forth goals and strategic steps that will advance the University s standing in five interrelated areas. The Division of Student Affairs will support both the aspirations and goals of the Academic Plan, playing an integral role in its success. We will offer a high quality portfolio of services commensurate with a top-20 public university, help support learning and student success, and offer programming and cocurricular opportunities that support the goals of the Academic Plan. The priorities enumerated in this document seek to align the services, programming and resources of the Division of Student Affairs in support of the priorities of the University of Connecticut s Academic Plan. Planning Process The Strategic Plan reflects the efforts of the Strategic Planning Committee over a 16 month period to build on the Division identity and capitalize on the strategic planning foundation established through the previous strategic plan, while recognizing and responding to the context established by the Academic Plan and current environmental conditions. In developing the new plan the Strategic Planning Committee engaged in a formal planning process. As part of this process the Committee: Reviewed current Division of Student Affairs Strategic Plan, including: o Identification of foundational values expressed in the plan for reaffirmation o Identification of aspects of planning documents and processes to be maintained or revised o Reconsideration of plan in current institutional context Extensively considered the Academic Plan to analyze potential areas of impact and influence Generated initial set of metrics in response to a request from the Provost Generated additional metrics to reflect areas of importance to the Division Developed generalized Division priorities around themes reflected in metrics Conducted environmental scanning, including: 2

4 o o o o Surveying students with respect to their awareness of Division services Collecting information from Division employees Speaking with institutional partners Examining the context provided by the current Academic Plan Conducted SWOT analysis with department heads Combing environmental information and department head SWOT, developed overall picture of Division strengths, weaknesses, opportunities, and threats Developed set of initial strategies for specific priorities and metrics Conducted cross impact analysis to determine the overall impact of strategies on priorities and metrics The resulting plan reaffirms the Vision, Mission, and Division identity established in the prior Strategic Plan; incorporates and strengthens our Guiding Principles, connecting them to the UConn Creed; and continues the development of our strategic planning efforts by replacing the Critical Issues with welldefined strategic priorities and corresponding metrics. Environmental Context As part of the strategic planning process the Strategic Planning Committee engaged in an environmental scan. The resulting environmental picture provided a context that informed targets for our Division strategic metrics and the development of strategies. Both metric targets and strategies must be sensitive to the environmental realities the Division and Institution face and yet allow the Division to support the institution s mission, the Division s mission, and the priorities and aspirations articulated in the Academic Plan. The following are some of the key environmental conclusions that guided the development of the Strategic Plan: The Division of Student Affairs benefits from a committed and enthusiastic staff. The Division of Student Affairs staff takes great pride in the degree to which they provide services to meet the educational, social, and personal needs of students. There is a strong identification among staff with the Division and the Division s priority of serving students. The Division of Student Affairs benefits from well-established and strong programs that support the priorities of the Academic Plan. The Division of Student Affairs manages a portfolio of modern facilities to support its goals. While the Division benefits from a strong and dedicated staff, that staff may be at capacity in terms of work load. The Division and the institution will likely continue to face strong financial and budgetary pressures for the next several years that will limit its capacity to expand staff and add or improve physical infrastructure. 3

5 The fiscal climate for the next several years will likely be unpredictable and volatile, the effects of which are difficult to predict. Students may face significant and impactful tuition increases in the next several years. The student body continues to show increased academic credentials and has a desire to be engaged in the types of activities that align with institutional priorities. In such an environment, the Division of Student Affairs must focus its resources to maintain and enhance programs and services that most directly support the mission of the institution and the Academic Plan, ensure and communicate the effectiveness and quality of its services, and position itself as best as possible to enhance, improve and expand its services and programs as environmental conditions change Identity, Mission, Values and Guiding Principles Identity The Division of Student Affairs provides services, supports, and programming to enhance student success. This is exemplified in our slogan: Mission Statement The Division of Student Affairs One Division. Multiple Services. Students First. The Division of Student Affairs provides programs, services, and co-curricular experiences that enhance student success. Our efforts support the development of the whole person by fostering an awareness of lifelong learning and promoting the development of skills for effective citizenship in a diverse world. We promote a vibrant intellectual climate that supports an active and inclusive community. We strive to be reflective and intentional in an ever changing environment. Vision Statement Through a strong community-centered environment, we will work together with integrity to enhance campus life by creating a sense of ownership, responsibility, and confidence in the University. We will send forth graduates who will make outstanding contributions to society. Division Values and Guiding Principles Our guiding values and principles are the fundamental tenets by which we do our work as a Division. They guide our efforts in pursuit of our specific priorities and goals and describe how we live the UConn Creed through our work. I will practice personal and academic integrity. We Value Integrity. Individually and collectively we meet the expectations and guidelines of our students, colleagues and the University. 4

6 I will respect the dignity and rights of all persons. We Value Diversity. Individual differences and unique perspectives are respected. Inclusion is the foundation for decision making and respect for others is nonnegotiable. The well being of each individual is sensitively supported. We Value People. We affirm individual rights and freedoms in balance with responsibility to the good of the entire community. Social responsibility and an ethic of service to others are fundamentals of our work. I will demonstrate concern for others and live up to my community responsibilities. We Value Stewardship. We maintain and manage our resources appropriately and are accountable for our actions. We strive to maintain a sustainable community that is environmentally and socially conscious. We Value Character. Our reputation is built upon reliability. We demonstrate a commitment to dependable performance that produces successful results. I will approach learning (work) with a spirit of inquiry. We Value Collaboration. Our strength and impact on this campus as a coordinated team can and will be extraordinary. We Value Competence. Students, staff and faculty gravitate to the departments within the Division with confidence. We demonstrate credibility and knowledge. We Value Initiative. We create opportunities that encourage and reward new ideas. We support the thoughtful integration of new technologies. I will take pride in the University of Connecticut We Value Service. Our services are provided in the best way possible, while thoughtfully balancing educational needs and customer service. We Value Excellence. Through thoughtful assessment we continuously strive to deliver programs and services with pride and distinction. We will enhance the reputation of the University of Connecticut. Division of Student Affairs Strategic Priorities Within the context provided by the Academic Plan, the current and predicted environment, and the mission, vision and values of the Division of Student Affairs, the priorities enumerated below seek to align the services, programming and resources of the Division of Student Affairs in support of the priorities of the University of Connecticut s Academic Plan. 5

7 Student Engagement The Division of Student Affairs will provide programs, services, and co-curricular activities that enhance student learning, engage students in their academic and University experiences, and prepare students for the world of tomorrow. Effectiveness and Service Delivery The Division of Student Affairs will support the institution s goals through a quality portfolio of services based on the principles of reliability, evidence based decision making, and effectiveness. Diversity The Division of Student Affairs will foster a campus community that provides a welcoming environment, attracts and supports a diverse student body and staff, promotes a diverse culture in which students live and learn, and prepares students to succeed in a diverse global environment. Community Engagement and Service The Division of Student Affairs will provide opportunities for engagement between the Institution and the community that enhance learning, promote student engagement, foster connections with the Institution, and provide services to the community. Alumni Involvement and Development The Division of Student Affairs will provide opportunities that engage alumni in the Institution, foster alumni development, and enhance charitable giving in support of Division programming and priorities. A strategic plan priority is an area of foundational importance to the Division of Student Affairs that connects with the Academic Plan. Priorities both allow the Division to articulate the connection between its activities and the Academic Plan and establish performance targets through the use of strategic plan metrics A strategic plan metric is a Division-level indicator of performance within a specific priority. They both set targets for performance and report current performance. Strategic plan metrics do not define the extent of what we do to support the priorities in the plan. Departments will have the opportunity to define additional measures that will indicate the ways in which they uniquely contribute to the Strategic Priorities at a departmental level. Definitions and additional information regarding the strategic plan metrics can be found in Appendix A. A strategic plan strategy is an action that can be taken to directly impact the priorities and metrics in the plan. Strategies were developed, assessed for impact, and assigned to priorities and metrics through a cross impact analysis. As a result many strategies appear under more than one priority. Many strategies are designed to be general and, unless otherwise noted, are intended to be implemented by 6

8 departments as appropriate. Some strategies are assigned to a department or group that will have lead responsibility for implementation (indicated following the strategy). It is anticipated that departments may develop additional department-specific strategies to support the priorities or metrics in ways that are appropriate to their individual missions, programs, and services. In the following section additional information is provided regarding specific Division-level strategic plan metrics and strategies for each priority. Priority: Student Engagement The Division of Student Affairs will provide programs, services, and co-curricular activities that enhance student learning, engage students in their academic and University experiences, and prepare students for the world of tomorrow. % Students in leadership positions: Undergraduate students in leadership positions within the Division as a percentage of total Storrs full-time-equivalency (FTE) undergraduate enrollment calculated as an average of fall and spring registration numbers. Strategies 2009 Baseline: TBD 2015 Target: TBD (see notes A & B in Appendix A) Build infrastructure to accurately track student engagement and understand the scope and patterns related to involvement. Lead responsibility: Student Activities & SAIT Develop policies and practices that address over involvement and educate about appropriate involvement. Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs Where appropriate, departments should incorporate leadership aspects into existing training programs for student employees. % Students in leadership development programs: Undergraduate students in leadership development programs offered by, or in partnership with, the Division as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. 7

9 2009 Baseline: TBD 2015 Target: TBD (see notes A & B in Appendix A) Strategies Build infrastructure to accurately track student engagement and understand the scope and patterns related to involvement. Lead responsibility: Student Activities & SAIT Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs Where appropriate, departments should incorporate leadership aspects into existing training programs for student employees. # Formal and informal partnerships between the Division of Students Affairs and academic units: The number of partnerships between units within the Division of Student Affairs and academic units within the University of Connecticut. Strategy 2009 Baseline: TBD 2015 Target: TBD Inventory formal and informal partnerships with academic units in order to establish and describe the scope of the partnerships. % First-year students participating in living & learning communities: First-year students participating in living & learning communities as a percentage of total Storrs first-year undergraduate enrollment. Strategies 2009 Baseline: 17% 2015 Target: 25% Determine subgroups that may be less engaged and obstacles to engagement. Determine and leverage most effective forms of communication based on program and population to be served. 8

10 Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs # Students participating in internships: Storrs undergraduate students participating in academic creditbearing and non credit-bearing internships. Strategies 2009 Baseline: Target: 2325 Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs % Students in registered student organizations: Undergraduate students who participate in registered student organizations as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. Strategies 2009 Baseline: TBD 2015 Target: TBD (see notes A & B in Appendix A) Build infrastructure to accurately track student engagement and understand the scope and patterns related to involvement. Lead responsibility: Student Activities & SAIT Develop policies and practices that address over involvement and educate about appropriate involvement. Determine and leverage most effective forms of communication based on program and population to be served. Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce 9

11 priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs Priority: Effectiveness and Service Delivery The Division of Student Affairs will support the institution s goals through a quality portfolio of services based on the principles of reliability, evidence based decision making, and effectiveness. Strategy Departments should continue to implement the Parents and Family Philosophy, developing resources, policies and practices that support its tenets. % Reportable units who have fully implemented the Division Assessment Plan: Units determined to have fully implemented as a percentage of units in the Division Assessment Plan. Strategy 2009 Baseline: 0% 2015 Target: 100% Foster a culture of assessment in the Division by creating an assessment training curriculum, providing training to Division staff and recognizing and celebrating assessment done within the Division. % Reportable units who have a working service continuity plan: Units determined to have a working service continuity plan as a percentage of units in the Division of Student Affairs. Strategies 2009 Baseline: 0% 2015 Target: 100% Provide expert guidance to departments with the creation, testing, and review of department Service Continuity Plans. Lead responsibility: SAIT Create, test, and maintain a Division information technology Disaster Recovery Plan. Lead responsibility: SAIT 10

12 % Reportable units who have a working environmental plan: Units determined to have a working environmental plan as a percentage of units in the Division of Student Affairs. Strategy 2009 Baseline: 0% 2015 Target: 100% Charge a group to define the components and structure of a departmental Environmental Plan, and to provide education with respect to plan specifics. Lead responsibility: group charged by Vice President for Student Priority: Diversity The Division of Student Affairs will foster a campus community that provides a welcoming environment, attracts and supports a diverse student body and staff, promotes a diverse culture in which students live and learn, and prepares students to succeed in a diverse global environment. Strategies Support the NASPA Undergraduate Fellows program (NUFP) through mentorship, hosting interns, and participation in the Summer Leadership Institute. Departments should determine both student subgroups that may underutilize their specific programs and services and obstacles to utilization. % Managerial staff who are female: Female staff in the Division who are considered management exempt under the University s classification system as a percentage of all management exempt staff Baseline: 50% 2015 Target: Remain above 40% Strategy Provide support to enable staff from to establish local and regional professional networks, and connect to professional development opportunities. 11

13 % Managerial staff from underrepresented groups: Staff in the Division from underrepresented groups who are considered management exempt under the University s classification system as a percentage of all management exempt staff. Strategies 2009 Baseline: 15% 2015 Target: Remain above 13% Provide support to enable staff from underrepresented groups to establish local and regional professional networks, and connect to professional development opportunities. Encourage and support staff to participate in events, programs, and trainings related to issues of diversity and multiculturalism. Priority: Community Engagement and Service The Division of Student Affairs will provide opportunities for engagement between the Institution and the community that enhance learning, promote student engagement, foster connections with the Institution, and provide services to the community. # Public and Private Partnerships: The number of partnerships between units within the Division of Student Affairs and public and private entities outside the University of Connecticut. Strategy 2009 Baseline: Target: 400 Explore possibilities for corporate fund raising and/or sponsorship. # Hours of community service and outreach: The number of hours of community service and outreach performed by undergraduate students in programs organized or sponsored by the Division. Strategies 2009 Baseline: target: TBD (see note B in Appendix A) Build infrastructure to accurately track student engagement and understand the scope and patterns related to involvement. Lead responsibility: Student Activities & SAIT 12

14 Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs % Students involved in community service and outreach: Undergraduate students participating in community service or outreach programs organized or sponsored by the Division as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. Strategies 2009 Baseline: TBD 2015 Target: TBD (see notes A & B in Appendix A) Build infrastructure to accurately track student engagement and understand the scope and patterns related to involvement. Lead responsibility: Student Activities & SAIT Determine and leverage most effective forms of communication based on program and population to be served. Determine subgroups that may be less engaged and obstacles to engagement. Work to define a UConn Experience with other stakeholders at the institution. Such a definition would provide a framework to guide student expectations, experiences, and reinforce priorities in the Academic Plan. Lead responsibility: group charged by Vice President for Student Affairs Priority: Alumni Involvement and Development The Division of Student Affairs will provide opportunities that engage alumni in the Institution, foster alumni development and enhance charitable giving in support of Division programming and priorities. # Alumni at events: The number of alumni at events that are sponsored or organized by, or in partnership, with the Division Baseline: Target:

15 Strategies Promote alumni involvement at student and Division leadership, training, mentoring, and awards/recognition programs when appropriate and possible. Create a centralized clearing house for alumni involvement opportunities. Lead responsibility: Office of the Vice President for Student Affairs Revise Division and departmental websites to promote giving and alumni involvement by: Providing alumni engagement and on-line giving opportunities Identifying Division and departmental giving priorities Describing alumni / donor information and stories # Alumni who participate in programs: The number of alumni who participate or have an active role in Division programming. Strategies 2009 Baseline: Target: 200 Enhance efforts to tell our stories through use of web, annual report, etc. Promote alumni involvement at student and Division leadership, training, mentoring, and awards/recognition programs when appropriate and possible. Create a centralized clearing house for alumni involvement opportunities. Lead responsibility: group charged by Vice President for Student Affairs Revise Division and departmental websites to promote giving and alumni involvement by: Providing alumni engagement and on-line giving opportunities Identifying Division and departmental giving priorities Describing alumni / donor information and stories # Dollars raised: The dollar amount raised annually for all Division of Student Affairs funds under the account designations 4800, 4801, 4802, 4803, 4804, 4805, 4807, and Baseline: $147, Target: $160,

16 Strategies Enhance efforts to tell our stories through use of web, annual report, etc. Partner with the Foundation to foster a culture of philanthropy, including educating students about the impact of giving. Explore possibilities for corporate fund raising and/or sponsorship. Revise Division and departmental websites to promote giving and alumni involvement by: Providing alumni engagement and on-line giving opportunities Identifying Division and departmental giving priorities Describing alumni / donor information and stories Strategic Plan Implementation The Division of Student Affairs Strategic Plan will be implemented by aligning the distribution of resources with, and measuring progress on, the priorities articulated in the plan. This will be operationalized through the setting, implementation and reporting of department, unit, and personal goals, and where appropriate, through division-wide efforts. At the Division level, implementation of the plan will be supported by 3 processes: An annual strategic report An annual review of priorities and metrics Adjusting priorities or metrics as needed The Strategic Planning Committee will have an ongoing role in the implementation and adjustment of the Strategic Plan. Each summer a strategic plan report will be issued. The report will present the progress made for the year toward specified metric targets as well as efforts made in general support of the Division s strategic priorities. As part of the report generation process the committee will also review the priorities and metrics to determine whether any adjustments need to be made as a result of changing environmental conditions or other unforeseen realities. The Strategic Plan should begin to inform individual or unit goal setting as appropriate for the academic year. Reporting and Integration with Division Assessment The Strategic Plan will be the organizing principle for divisional reporting. The exact structure, method, and process for reporting strategic metric performance is yet to be determined. This will be developed over the coming year to be ready for the spring/summer 2011 reporting needs. The desire is to operationalize this process in such a way that it is integrated into the annual assessment requirements of the Division s assessment plan. 15

17 Appendix A: s Table The table contains metrics, definitions, baselines, targets and additional clarifications. Definition 2009 Baseline 2015 Target Student Engagement % Students in leadership positions (see notes A & B) TBD Undergraduate students in leadership positions within the Division as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. Leadership positions are positions that provide students with opportunities to conduct or oversee a project to completion, and / or supervise (have responsibility for; positional influence) other students. This includes student employment positions. TBD (see supplemental metric table) % Students in leadership development programs (see notes A & B) The percentage will be calculated annually and will reflect all units within the Division. Undergraduate students in leadership development programs offered by, or in partnership with, the Division as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. TBD (see supplemental metric table) TBD Leadership development programs are formal programs designed to develop leadership skills, attitudes, etc. There may or may not be a class component included. # Formal and informal partnerships between the Division of Student Affairs and academic units The percentage will be calculated annually and will reflect all units within the Division. The number of partnerships between units within the Division of Student Affairs and academic units within the University of Connecticut. TBD end of spring 2010 semester TBD The number will be tallied per academic year and will include counts for the previous summer. The number will be the sum of partnerships counted in all units within the Division. 16

18 % First Year Students participating in living & learning communities # Student participating in internships First-year students participating in living & learning communities as a percentage of total Storrs first-year undergraduate enrollment. Number of participants is derived from fall semester of a given academic year. Storrs undergraduate students participating in academic credit-bearing and non creditbearing internships. 17% 25% % Students in registered student organizations (see notes A & B) Internships are work experiences that may be linked to an academic department or done independently. The experience is related to a student s major or career goal. Undergraduate students who participate in registered student organizations as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. TBD TBD Effectiveness and Service Delivery % Reportable units who have fully implemented the Division Assessment Plan % Reportable units who have a working Service Continuity Plan The percentage will be calculated annually and be determined with respect to the total number of enrolled Storrs undergraduates. Units determined to have fully implemented as a percentage of units in the Division Assessment Plan. The relevant Assistant Vice President and department heads will determine if a reportable unit will be considered to have fully implemented the Division Assessment Plan in consultation with the Vice President for Student Affairs. Details of implementation are contained in the Division Assessment Plan. Determinations will be made annually at the end of each spring semester. Units determined to have a working Service Continuity Plan as a percentage of units in the Division of Student Affairs. The relevant Assistant Vice President and department head will determine if a reportable unit will be considered to have a working Service Continuity Plan in consultation with the Vice President for Student Affairs. To have a working Service Continuity Plan, units will 0 100% 0 100% 17

19 % Reportable units who have a working Environmental Plan Diversity % Managerial staff who are female % Managerial staff from underrepresented groups have to have a written Service Continuity Plan as well as conduct annual testing and revision. Determinations will be made annually at the end of each spring semester. Units determined to have a working environmental plan as a percentage of units in the Division of Student Affairs. The relevant Assistant Vice President and department head will determine if a reportable unit will be considered to have a working Environmental Plan in consultation with the Vice President for Student Affairs. The specifics of what will constitute an environmental plan will be developed during the first year of the strategic plan. Female staff in the Division who are considered management exempt under the University s classification system as a percentage of all management exempt staff. Percentage will be calculated annually. Staff in the Division from underrepresented groups who are considered management exempt under the University s classification system as a percentage of all management exempt staff % 50% Remain above 40% 15% Remain above 13% Percentage will be calculated annually. Community Engagement and Service # Public and Private Partnerships The number of partnerships between units within the Division of Student Affairs and public and private entities outside the University of Connecticut # Hours of community service and outreach (see note B) The number will be tallied annually and be the sum of partnerships counted in all units within the Division. The number of hours of community service and outreach done by undergraduate students in programs organized or sponsored by the Division. Community service and outreach are TBD 18

20 activities in which students volunteer in order to fill a community need. This does not include student employment positions, paid positions, or leadership or membership in student organizations. There may or may not be a class component included. % Students involved in community service and outreach (see notes A & B) The number will be tallied annually and will be the sum across units within the Division. Undergraduate students participating in community service or outreach programs organized or sponsored by the Division as a percentage of total Storrs FTE undergraduate enrollment calculated as an average of fall and spring registration numbers. TBD (see supplemental metric table) TBD See above for further clarification. Alumni Involvement and Development # Alumni at events The number of alumni at events that are sponsored or organized by, or in partnership, with the Division. Events can be on or off campus # Alumni who participate in programs The number will be tallied annually and will be the sum across units within the Division The number of alumni who participate or have an active role in Division programming. This number does not reflect monetary donations The number will be tallied annually and will be the sum across units within the Division. # Dollars raised The dollar amount raised annually for all Division of Student Affairs funds under the account designations 4800, 4801, 4802, 4803, 4804, 4805, 4807, and $147, $160, The amount will be calculated annually per fiscal year. Numbers will be provided by the UConn Foundation Note A Current data collection methods prevent the Division from tracking this metric. Current methods do not allow departments and units to determine the number of unique students holding positions, participating in programs, or having membership in an organization. Students who hold multiple positions or are involved in multiple organizations are currently counted multiple times. As such the raw count associated with this metric reflects the number of positions, 19

21 program participants, or members rather than the number of students holding the positions, participating in the programs, or having membership in an organization. As a result a percentage cannot be accurately calculated. Note B Current data collection methods prevent the Division from making a distinction between undergraduate and graduate students holding positions, participating in programs, or having membership in an organization. As data collection methods are refined, the baselines and targets will reflect Storrs undergraduate students only. Graduate student percentages will be tracked but are not part of the strategic metric. Supplemental Table Although current data collection methods prevent the calculation of some of the metrics as noted above, interim metrics have been devised that will allow the Division of Student Affairs to alternately track performance with respect to strategic priorities. These metrics provide a numeric description of the degree to which students participate in efforts that reflect our strategic priorities. They will be tracked until data collection methods allow for the collection and calculation of the strategic metrics enumerated above. Definition 2009 Baseline Student Engagement # Leadership positions The number of leadership positions within the Division # Occupied leadership development program slots # members in registered student organizations Community Engagement and Service # Participants involved in community service and outreach The number will be calculated annually until data methods develop. The number of occupied slots in leadership programs offered by, or in partnership with, the Division. The number will be calculated annually until data methods develop. The number of members in registered student organizations. This includes both graduate and undergraduate students. The number will be calculated annually until data methods develop. The number of participants in community service or outreach programs organized or sponsored by the Division. The number will be calculated annually until data methods develop TBD

22 Appendix B: Committee Members Bryanna Anderson Maureen Armstrong Tom Bloom Dan Capetta Daniel Doerr (Chair) Paul Gaines, Jr. Donta Johnson Steve Kremer Michele Labonte Program Coordinator, Center for Students with Disabilities Executive Assistant, Residential Life Director of Student Affairs Information Technology Technical Systems Manager, Student Affairs Information Technology Assistant to the Vice President for Student Affairs & Director of Senior Transition and Engagement Programs Manager of Emerging Student Constituencies Assistant Director of Community Standards Assistant Vice President for Student Affairs Director of Nursing, Student Health Services C. Dennis Pierce Director of Dining Services Monica Rudzik Christine Wilson Director of the Student Union Assistant Vice President for Student Affairs & Director of Student Activities 21